Assignment Report

Submitted to: Oxbridge College Submitted by: Mahad Insha Student ID: Course Name: Postgraduate Diploma in Business Management Module Name: Strategi Mar!eting Management "itle: Strategi Mar!eting Management

Contents
Contents ..........................................................................................................2 Task 1..............................................................................................................3
Bellevues Deviation from Strategic Market Planning Principles ..................................3

Task 2..............................................................................................................5
nal!sis of Bellevues Market "nvironment...................................................................5

Task 3..............................................................................................................#
Strategic Marketing $ptions for Bellevues....................................................................#

Task %..............................................................................................................&
'o( to Move )or(ar* (it+ Clear $,-ectives................................................................&

Task 5............................................................................................................1.
'o( to /mprove t+e Different Departments of t+e Compan!......................................1. /mproving t+e Marketing Department0......................................................................1. /mproving t+e Pro*uction Department0.....................................................................1.

Task 1............................................................................................................11
nal!sis of 2se* Mo*els an* Tools..............................................................................11

3eferences.....................................................................................................12

"as! #
Bellevues Deviation from Strategic Market Planning Principles
'ei,ing4 Cooper 52..34 page 1#64 1#&7 +ave *escri,e* fe( principles of Strategic Marketing planning. / +ave given one ,! one *eviation of Bellevues market planning (it+ t+ese principles. Prin iple #: Before making an operational plan4 t+e companies s+oul* make a strategic plan. 8+ile anal!sing Bellevue4 / +ave notice* t+at t+eir planning +as gone t+e ot+er (a!. /t seems t+at t+e! ma*e operational plan first an* later on *evelope* t+e strategic plan suc+ as t+e! c+ange* t+eir marketing polic! after t+e failure of t(o !ears. /f t+e! +a* ma*e t+is polic! t(o !ears ago4 t+e results coul* ,e *ifferent. Prin iple $: T+e customers s+oul* ,e t+e centre of focus in t+e market planning. /n t+e case of Bellevue4 t+e compan! seems to +ave -ust consi*ere* on (+at t+e! (ere making an* t+e! never consi*ere* t+e customer c+oices (+ile ,u!ing t+e pro*ucts. Prin iple %: T+e companies s+oul* con*uct t+e marketing au*it on regular ,asis. ll t+e customer nee*s s+oul* ,e a part of t+is. ttention s+oul* ,e given to (+at competitors are selling in t+e market an* (+at are t+eir prices an* t+eir marketing tec+ni9ues. )or t+is purpose4 t+e managers s+oul* al(a!s consi*er using *ifferent kin* of portfolio anal!sis. Bellevue seems to +ave never practice* t+is routine in past. Prin iple &: Compan!s internal an* e:ternal anal!sis suc+ as S8$T s+oul* ,e critical for t+e compan! suc+ as t+ose areas s+oul* ,e given importance t+at can set t+e o,-ectives of t+e compan!. Bellevue seems to +ave use* t+is tec+ni9ue ,ut not up to its full as t+eir o,-ectives seem to ,e -ust setting out t+e profit margins 3

for t+em. ;o attention +as ,een given on cutting *o(n t+e costs an* re*ucing prices on t+e ,asis of competitors anal!sis in t+e market. Prin iple ': People s+oul* ,e al(a!s traine* up for t+e purpose of marketing. compre+ensive training program not onl! for marketing people ,ut for t+ose (+o are in pro*uction *epartment s+oul* ,e *esigne*. Bellevue +as never seeme* to *evelop suc+ programs. Prin iple (: n! marketing plan s+oul* ,e supporte* ,! t+e 'ea* or o(ner of t+e compan!. Bellevue +as never use* t+is practice as (e can see in t+e case *escription t+at t+e marketing manager is *ictate* a,out t+e prices ,! t+e compan! o(ner. 'e +as never ,een given importance to give +is opinion (+ile *eci*ing t+is ke! factor. 'a* t+e o(ner ,een involve* in t+e marketing4 t+e compan! coul* +ave ac+ieve* a ,etter culture an* ,etter motivation (it+in t+e staff mem,ers. Prin iple ): /t is t+e responsi,ilit! of all t+e (orkers to take part in t+e marketing. 8e +ave notice* in t+e case of Bellevue t+at onl! marketing team is t+e one t+at fulfils t+e responsi,ilit! of marketing. T+e o(ner keeps +im -ust to manage t+e staff an* setting t+e price. T+e pro*uction *epartment is least ,ot+ere* as (ell. S+e is -ust concentrating on managing +er *epartment. /f all t+e mem,ers of t+e compan! take part in marketing4 t+e compan! can come to a ,etter position. Prin iple *: ll o,-ectives s+oul* ,e prioritise* in terms of t+eir importance. /f a

compan! prioritise t+e tasks4 t+e results get ,etter o,viousl!. Bellevue looks like giving more importance to t+e pro*uction *epartment an* pricing polic!. T+e! never gave importance to t+e marketing section of t+e compan!.

Task 2
Analysis of Bellevues Market Environment
T+e five forces mo*el 5Porter4 1&657 can ,e use* to assess <a,anas current competitive position an* also t+e num,er of e:ternal factors affecting it. T+e )ive forces mo*el in essence is an e:tension of t+e P"ST an* S8$T anal!sis4 (+ic+ can ,e seen later in 3esults = s+o(n ,elo(. nal!sis. T+e concepts (it+in t+e mo*el are

T+reat of ne( entrants

Bargaining po(er of suppliers

/;D2ST3> C$MP"T/T$3S

T+reat of Customer Bargaining

T+reat of Su,stitution

T+e five forces mo*el is significant4 in t+e sense t+at it can ,e use* to e:amine t+e competitive environment. Starting at t+e centre4 t+ere is a nee* to look at t+e e:tent of competitive rivalr! t+at e:ists. Bellevue +as not t+at muc+ competition

in t+e market as not man! people start t+is ,usiness *ue to lack of financial resources. T+e ne:t t+ing is to look at is t+e po(er of ,u!ers an* suppliers in t+e market place4 (+ic+ affects t+e ,usiness. T+e compan!s success t(o !ears ago proves t+at t+ere (as a +ig+ *eman* for t+eir pro*ucts4 an* *ue to t+is4 t+e organisation -ust nee*s to reconsi*er some of t+eir policies. T+e ne:t step is to look at t+e t+reat of su,stitute pro*ucts in t+e marketplace t+is is similar to t+e pro*ucts aspects. T+ere are a lot of ne( t+ings coming in t+e market suc+ as ver! small screen laptops t+at get more attraction of t+e customers. T+e compan! nee*s to look at all t+ese aspects an* re*esign its pro*uction vision. T+e ne:t step is to look at t+e state of marketplace an* see (+om t+e potential ne( entrants are an* (+ere t+e ne( pro*ucts are coming from. /t can ,e seen t+at as t+e *eman* for +i tec+ screens is increasing an* it can ,ring more competitors entering into t+e market. keen look at t+e pricing polic! of ne( competitors s+oul* ,e given utmost importance. T+e final stage is to e:amine e:ternal from market influences t+is involves looking at c+anging consumer tren*s4 t+e state of t+e econom!4 t+e level of government legislation an* t+e glo,al market. Consumer tren*s are c+anging all t+e time? to*a!s lu:uries ,ecome tomorro(s e:pectations. /t is important t+at t+e organisation is a(are of t+e c+ange in consumer tren*s4 as t+at (oul* ena,le t+em to keep up to *ate (it+ t+em an* remain competitive.

Task 3
Strategic Marketing Options for Bellevues
/n or*er to *evelop marketing Strateg!4 t+e compan! nee*s to ,e anal!se* internall! an* e:ternall!. )or t+is purpose4 / +ave *one a S8$T anal!sis of Bellevues. Strengt+s an* (eaknesses are internal factors (it+in t+e organisation an* t+e opportunities an* t+reats are e:ternal factors in t+e environment. T+e S8$T anal!sis provi*es t+e ,asis for t+e generation an* evaluation of strategic options 5C+affe! 2..24 page 2.17. Belle+ue,s S-O" Analysis Strengths Single $(ner 8ell e:perience* Mangers in ,ot+ t+e *epartments Compan! prepare* to invest in c+anges @oo* marketing tec+ni9ues ,eing use* for last fe( mont+s Big Pro*uct 3ange 'ig+er commissions for "hreat More c+annels for competitors to ,u! t+eir materials as more suppliers in t+e market ;ot intro*ucing ma! en* ne( t+e -ea!nesses ;o 3e(ar*s for lo!al Customers Marketing team not involve* in pricing t+e pro*ucts ;o ,onuses for staff mem,ers ;o ne( pro*ucts launc+e* in last 2 !ears.

sales agents Opportunities Can restore ,usiness ,! improving marketing Target ne( markets suc+ as +ospitals

pro*ucts compan!

Aooking at t+e (eaknesses of t+e compan!4 (e can notice t+at t+e compan! is not offering an! kin* of ,onuses to its staff. T+e sales agents in t+e marketing *epartment +ave ,een offere* (it+ +ig+er commission ,ut no ot+er *epartments receive* an! kin* of offer. 8oo*son 52..%4 page 3137 claims t+at if a firm pa!s its emplo!ees ,it e:tra in t+e form of ,onus4 it (ill not ,e pa!ing e:tra in t+e long run. /n +is opinion4 t+e emplo!ees (ill feel t+emselves re(ar*e* if t+e! ac+ieve targets an* t+e! (ill (ork +ar* in future. T+e manager of t+e firm s+oul* take opinion of t+e marketing manager (+ile setting t+e price of pro*ucts. Marketing manager is t+e ,est person (+o can assess t+e market con*ition ever! *a! an* provi*e some useful information to t+e compan! manager. /f t+e marketing manager is involve* in t+is *ecision4 t+e compan! (ill +ave a ,etter c+ance if progress in future. T+is argument +as ,een verifie* ,! Davi* 52..%4 page 2137. ccor*ing to Davi* 52..%4 page 21374 it is a proven practice for t+e +ig+ profile companies to involve t+e marketing teams in t+e price setting of t+e pro*ucts. 'e t+inks t+at suc+ companies gain success in t+e market. 8it+ t+e c+anging environment in t+e market4 t+e customers nee* is c+anging all t+e times as (ell. /n t+is situation4 t+e compan!s pro*uction *epartment nee*s to ,e creative in nature. T+e! +ave faile* to intro*uce an! ne( screens in t+e last t(o !ears. /t mig+t ,e one of t+e facts t+at t+e compan! revenue +as fallen significantl! an* t+e! are spen*ing more an* more on marketing even last !ear t+eir e:pense on marketing (as more t+an t+eir marketing ,u*get. Silk 52..14 page 1117 ,elieves t+at a goo* market researc+ s+oul* ,e *one on fin*ing out t+e customer nee* an* to e:plore (+at options are availa,le for t+e customers in t+e market. B! a*apting t+ese strategies4 Bellevues can restore its position in t+e market an* get ,etter ,usiness.

Task 4
.o/ to Mo+e 0or/ard /ith Clear Ob1e ti+es
<eeping in min* all t+e fin*ings from t+e Porters five forces mo*el an* S8$T anal!sis of t+e compan!4 (e can fin* out some points t+at can +elp t+e out in +ea*ing for(ar* to t+eir future (it+ a clear o,-ective of restoring its position in t+e market again. )irst of all4 t+e! nee* to concentrate on improving t+e internal environment of t+e compan!. /t (ill start from t+e o(ner of t+e compan!. 'e nee*s to involve all t+e mem,ers of marketing team (+ile *eci*ing a,out t+e pricing of t+e pro*ucts t+at t+e! launc+ in t+e market. constant revie( on t+e marketing situation s+oul* ,e ma*e (+ile *eci*ing t+ese prices an* for t+is purpose4 it (ill ,e a goo* i*ea if t+e o(ner involves +im in t+e marketing process +imself. Secon*l!4 t+e compan! nee*s to improve its pro*uction *epartment. T+e pro*uction *epartment s+oul* attempt to compete (it+ t+e market situation ,! *esigning more ne( screens t+at can get t+e attention of t+e customers. T+ir*l!4 t+e compan! nee*s to intro*uce some ,onuses for t+e staff mem,ers. T+oug+4 t+e marketing agents are offere* (it+ t+e +ig+er commissions ,ut ot+er staff mem,ers +ave not ,een offere* (it+ suc+ opportunities. 8oo*son 52..%4 page 3137 claims t+at if a firm pa!s its emplo!ees ,it e:tra in t+e form of ,onus4 it (ill not ,e pa!ing e:tra in t+e long run. /n +is opinion4 t+e emplo!ees (ill feel t+emselves re(ar*e* if t+e! ac+ieve targets an* t+e! (ill (ork +ar* in future. )inall!4 t+e compan! can t+ink of cutting *o(n t+e costs in some ot+er *epartments an* investing t+at mone! into t+e marketing si*e of t+e compan!. T+e marketing *epartment s+oul* consi*er some *ifferent options to a*vertise t+eir pro*ucts an* it can ,e ,eneficial for t+e compan!

&

Task 5
.o/ to Impro+e the Di22erent Departments o2 the Company
/n or*er to get some goo* results4 t+e compan! can intro*uce some c+anges in its *ifferent *epartments. Impro+ing the Mar!eting Department: T+e most noticea,le pro,lem notices in t+e marketing *epartment is t+is t+at t+e! +ave faile* to *o a proper market researc+ on t+e c+anging tren*s of t+e customers in t+e market. T+oug+ t+e! +ave ,een ver! successful in launc+ing t+e ne( a*vertisement campaigns t+at (as costing t+e compan! too muc+. T+e marketing manager s+oul* ,e ma*e a(are of t+is fact t+at +is -o, is to notice t+e *eman* as (e. )or t+is purpose4 t+e o(ner of t+e compan! nee*s to look at t+e marketing *epartment +imself. 'e nee*s to ,e in constant communication (it+ t+e marketing manager (+ile setting t+e prices an* *iscussing ot+er options. /n a**ition to t+is4 t+e compan! can +ire some more staff on t+e commission ,asis.

Impro+ing the Produ tion Department: T+e pro*uction *epartment as *escri,e* is le* ,! a pro*uction manger t+at +as ,een ver! successful in t+e past. S+e s+oul* ,e aske* to use some creative c+anges to intro*uce some more *esigns. /n a**ition to t+is4 t+e compan! can involve t+e marketing team to suggest some i*eas to t+em for t+e purpose of *esigning ne( pro*ucts. T+ere are so man! manufacturers og +i tec+ screens in t+e market an* t+e! keep on intro*ucing t+e ne( *esigns ever! no( an* again ,ut t+e pro*uction *epartment of Bellevues +as never intro*uce* an! *esign in t+e last t(o !ears. T+e staff in t+e *epartment can ,e offere* some ,onuses an* even if after t+at t+e performance *oes not improve4 *o(nsiBing in t+e staff.

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Task 6
Analysis o2 3sed Models and "ools
Defining a Business mo*el as an arc+itecture for pro*uct4 services an* information t+at flo(s is a *ifficult task (+ile using S8$T nal!sis an* Porters five forces. /nclu*ing a *escription of t+e various ,usiness actors an* t+eir roles? an* a *escription of t+e potential ,enefits for t+e various ,usiness actors? an* a *escription of t+e sources of revenueC 5Timmers 51&&&4 cite* in C+affe! page 2#17. /t is important for a ,usiness mo*el to +ave all t+e a,ove aspects as mentione* ,! Timmers 51&&&4 cite* in C+affe! page 2#17 sa!s t+at in or*er for a ,usiness to (ork effectivel! an* (ell organise*. 'o(ever t+e Porters five forces mo*el *oes not solel! offer un*erstan*ing of +o( it (ill give support to realise t+e ,usiness o,-ectives of an! companies t+at are actors (it+in t+e mo*el. T+e marketing strategies also nee* to ,e kno(n in or*er to assess t+e commercial practicalit! of t+e ,usiness mo*el to un*erstan* +o( competitive a*vantage is ,uilt4 (+at t+e marketing mi: is4 an* (+ic+ computer pro*uct strateg! is ,eing follo(e*. T+e tools use* to anal!se t+e compan! is S8$T an* it +as some limitations in its as *escri,e* ,! Co!le 52..64 page 664 6&7. 'e sa!s t+at t+ere are lot of ,enefits of *oing a S8$T anal!sis of t+e compan! ,ut it +as some *ra( ,acks as (ell. 'e ,elieves t+at onl! a (ell manage* anal!sis of strengt+s4 (eaknesses4 opportunities an* t+reats of a compan! can give rise to goo* anal!sis. 8+ile anal!sing t+e compan! for all t+ese4 t+ere s+oul* ,e a limite* num,er of strengt+s or (eaknesses. /f t+e num,er increases it (ill ,e ver! +ar* to cope (it+ all t+is anal!sis. Secon*l!4 +e ,elieves t+at most of t+e times4 all t+e people in t+e management *ont agree (it+ t+e results. Some people consi*er (eaknesses as strengt+s an* some consi*er strengt+s as (eakness.

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References
Cooper. Scott4 'ie,ing. 3oman4 2..34 T+e Scuccesfull Marketing Plan4 3r* "*4 Mc@3 8D'ill Professional. 3oger. Davi*4 2..%4 Strategic Marketing Management0 Eournal of Marketing4 Fersion 114 page 213 lvin. Silk4 2..14 8+at is Marketing4 1st "*ition4 'arvar* Business Sc+ool Press4 page 111 C+affe!4 Dave4 2..#4 "DBusiness an* "DCommerce4 3r* "*ition4 Pearson Pu,lis+ers4 page 2#& Co!le. @eoff 4 2..%4 Practical Strateg!0 Structural tools an* tec+ni9ues4 1st e*ition4 Pearson pu,lis+ers4 page 664 6& 0urther Reading T+e informe* stu*ent gui*e to marketing ,! P+ilip E. <itc+en4 Ton! Proctor T+e *ragon millennium ,! )rankDEurgen 3ic+ter Marketing plans ,! Malcolm McDonal* Creating Customer "vangelists ,! Ben McConnell4 Eackie 'u,a4 @u! <a(asaki @uerrilla marketing e:cellence ,! Ea! Conra* Aevinson

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Marketing Plans that Work by Malcolm McDonald, Warren J. Keegan 2001, 2 nd Edition , B tter!orth " blishers. E#"loring $or"orate %trategy& 'e#t (nd $ases by Johnson,)., %choles,K, 200* , Enhanced Media Edition +' Prentice ,all, -e. Ed Edition B siness strategy by Da.id $am"bell, )eorge %toneho se, Bill ,o ston , 200/, 1st Edition, %age " blishers. %trategic Marketing Management by Malcom McDonald, 2002 / rd Edition , Mc)ra! hill " blishers %trategic Management& 'heory 0 Practice by John (. Parnell, 2002, 2nd Edition Marketing "lans by Malcolm McDonald, 2001, 2 nd Edition, B tter!orth P blishers %trategic Market Planning by (nthony Mint1berg, 1220, 2 nd Edition, %age P blishers.

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